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12-Project management Flashcards

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1
Q

Which of the following tasks must be performed periodically during each phase of a project?*

  1. Update the project schedule
  2. Update the drawing software
  3. Update the program
  4. Bill the client

A) 1, 2, 3
B) 1, 2, 4
C) 1, 3, 4
D) 2, 3, 4
E) 1, 2, 3, 4

A

C) 1, 3, 4

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2
Q

What percentage of the fee is typically allocated to each phase of the design in A13 of the Doc 6?

A

SD 12.5 (12-18%)
DD 12.5 (12-18%)
CD 50 (30-55%)
BID 5% (2.5-7%)
CA 20% (20-35%)

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3
Q

What 3 schedules are included in the 2017 Doc 6?

A

Sched. A - Services (inc. client responsibilities)
Sched. B - Reimbursable Expenses
Sched. C - Time Based Rates

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4
Q

Into what sections is the Doc 6 divided?

A

C Cover + TOC
A Agreement FORM
D Definitions
GC General Conditions
S Schedules

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5
Q

Is the Architect always the prime consultant in a Doc 6 contract?

A

No, they may be hired as one of several consultants engaged separately by the Client.

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6
Q

In which section of the Doc 6 are the procurement method, fees and budget defined?

A

A - Agreement Form

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7
Q

In which section of the Doc 6 are the roles and responsibilities regarding certificates for payment defined?

A

GC 4 General Conditions

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8
Q

Outline the 5 actions that define GOOD project management:

A

1 - Selecting / managing PEOPLE (in house + SME etc)
2 - Ensure continuous + effective COMMUNICATIONS
3 - DELEGATING tasks appropriately
4 - arranging + managing DESIGN CHANGES
5 - PROJECT CONTROL (scheduling + estimating)

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9
Q

Define project management. (2)

A

planning + controlling of performance and execution of the project.

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10
Q

What phases will the PM need to work through?(5)

A

1 - project management
2 - project planning
3 - project EXECUTION
4 - project CONTROL + VALIDATION
5 - project CLOSE-OUT + VALIDATION

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11
Q

What are the 5 major tasks a PM must coord. during PROJECT CLOSE OUT?

A

1 - PROJECT EVAL (met financial/profess. objectives of firm?)
2 - RECORD DWGs
3 - ARCHIVING
4 - add content that can be re-used to FIRM DATABASE
5 - generate PROMOTIONAL material for RFPs + mktng

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12
Q

Identify the 8 main components of a work plan. (mastering the business of arch)

A

1 - PROJECT DEFINITION (vision - share w team)
2 - WORK BREAKDOWN STRUCTURE (wbs)
3 - TASK LIST (fill wbs with tasks)
4 - SCHEDULE (milestone / bar chart / critical path)
5 - ORGANIZATION CHART (responsibility / communication struc.)
6 - BUDGET
7 - QUALITY MNGMT PLAN (standards / quality)
8 - CLIENT MNGMT PLAN (identify key preferences / taboos / processes)

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13
Q

What 4 guiding principles should be followed when preparing a TASK LIST as part of a work plan?

A

1 - start from SCRATCH every time
2 - keep it SIMPLE
3 - list everything that impacts SCHED. (if in sched or not)
4 - include PM TASKS

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14
Q

What 3 questions define the PROJECT DEFINITION for a work plan?

A

1 - WHY is the CLIENT doing this work?
2 - WHAT PROBLEMS will it solve?
3 - WHAT OPPORTUNITIES will it create?

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15
Q

What 5 components of a BUDGET must be managed as part of the project work plan?

A

1 - direct labour
2 - overheads
3 - other direct costs
4 - contingency
5 - profit

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16
Q

List 8 characteristics of an EFFECTIVE PM.

A
  • Good communication
  • Well organized
  • Listener
  • Leadership qualities
  • Team player
  • Motivates other
  • Delegate work effectively
  • Manage time well
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17
Q

How does a PM execute an organized project? (4)

Study These Flashcards
A

1 - plans
2 - organizes
3 - directs
4 - controls

18
Q

Who must a PM communicate well with to be effective?

Study These Flashcards
A

1 - clients
2 - EACH team member
3 - people outside the firm

19
Q

What is a milestone schedule best for?(2) List the pros + cons. (2/3)

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A

BEST FOR
• subprojects
• small projects

+ EASY to prep / revise (low cost)
+ FOCUS on deadlines
- don’t show START DATE
- can’t show STATUS
- can’t show interRELATIONSHIPS

20
Q

What are the pros and cons of using a BAR SCHEDULE? (5/3)

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A

+ EASILY and commonly understood
+ EASY to prep (low cost)
+ shows START and END dates
+ good for all but the most complex projects.
+ can prep w many SOFTWARES (low cost)

  • don’t show interRELATIONSHIPS
  • don’t PRIORITIZE tasks
  • don’t identify CRITICAL tasks
21
Q

What are the pros & cons of the CRITICAL PATH SCHEDULING method? (3/3)

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A

+ show RELATIONSHIPS
+ identify task w impact on FINAL DEADLINE
+ provides a HIGH LEVEL of proj. control

  • high cost and effort to PREP
  • need regular sched. MAINT.
  • difficult to READ for some team members
22
Q

What are the 4 steps in executing Critical Path Method (CPM) schedule?

Study These Flashcards
A

1 - IDENTIFY task relationships
2 - ESTABLISH optimum task durations
3 - PREP proj. sched.
4 - DETERMINE critical path tasks

23
Q

What 3 types of relationships are shown graphically in a CPM schedule?

Study These Flashcards
A

1 - Task A complete PRIOR to START of B
2 - Task A PARTIALLY complete PRIOR to B
3 - Task A completer PRIOR to COMPLETION of B

24
Q

List the Do’s & Don’t’s of scheduling. (4/3)

Study These Flashcards
A

+ SIMPLIFY process
+ keep team/client INFORMED
+ involve everyone for BUY IN
+ identify RELATIONSHIPS

  • don’t forget time for PM TASKS
  • don’t avoid telling the client their role in MAINT. sched.
  • don’t forget time for changes after review
25
List the Do's & Don't's of scheduling. (4/3)
+ SIMPLIFY process + keep team/client INFORMED + involve everyone for BUY IN + identify RELATIONSHIPS - don't forget time for PM TASKS - don't avoid telling the client their role in MAINT. sched. - don't forget time for changes after review
26
What is the typical QUALITY ASSURANCE process and what is it for?
(sim to value assessment) 1 - REVIEW prev / sim projects 2 - IDENTIFY possible improvements 3 - IDENTIFY suitability for incorporations to current proj. 4 - IMPLEMENT improvementsin design process 5 - REVIEW + TEST improvements to validate to Provides assurance to clients and others that the service will be consistent, and requirements will be met.
27
In the event that the client makes a claim against the architect, what sort of LIMITS apply to the value of that claim.
GC7.2 Claims are limited to the coverage and amount of professional liability insurance carried by the architect.
28
Is the architect liable for errors in resulting from incorrect manufacturer PRODUCT INFORMATION?
GC7.3 No. The arch is entitled to rely on info published by the manufacturer and shall not be held liable for info or representation which is reasonably believes to be accurate.
29
When can the architect SUSPEND SERVICES in the event that an invoice is not paid by the client?
GC8.2 If any invoice submitted by the arch. remains unpaid by the owner for \>45 days from date of invoice the arch. may give 7 days written notice to client that services will be suspended.
30
How do Suspension expenses and Termination Expenses differ?
GC8.6 Suspension expenses include expenses directly attributable to susp. of project for which arch. is not otherwise compensated, inc. A's contractual and employee commitments. GC8.12 Term. expenses are directly attributable to tem. of project for which A would not otherwise be compensated. \*\*\*In addition, an amount for anticipated loss of earnings computed as a % of total fee earned to the time of term. for A's services: SD20% DD10% CDs 5%
31
What LAW will govern the Doc 6 contract?
GC9.1 the law of the PROVINCE which is the principal place of business for the ARCHITECT.
32
In shall occur in the event that NEW or additional TAXES in respect of services in contract are rqrd by Federal, Provincial, Regional or Municipal legislation after the contract is executed.
GC12.7 The amount under this contract shall be adjusted to include such taxes.
33
What is the naming convention for schedules in the Doc 6?
PROJ. TITLE + PROJ. # + GEN. DESCRIPTION | (gen descript = service + type + place)
34
What's is a project file?
* General * General * client/architect * Construction cost * Project management and control * Project accounts * Pre-Design * client/architect * Consultants * Construction budget * Site information * Design * Client/architect * Consultants * Construction cost * Approvals * Construction Documents * Client/architect * Consultants * Construction documents * Approvals (AHJ, Municipalities, provincial, regional, federal) * Bid & Contract * Award Client/architect * Consultant Construction cost * Bid doc and addenda * Bidders Bids * Contract * Construction * Client/architect * Consultants * Construction cost * SIs & COs * Contractors * Submittals * Field review * AHJ * Post-construction * client/architect * Consultant * Construction cost * Contractor * Deficiencies * Project records
35
What's a Work plan, what caracteristics (5) and main components (7) should it have?
comprehensive list of the steps required to plan and execute a project. In today’s cloud-based work environment, a work plan ideally has these characteristics: * Master/specific * Instructional * Diarized * Actionable Main components: * Project definition * Work breakdown * Task list * Schedule * Organization chart * Budget * Quality management plan
36
How to implement quality management? (10)
* seek work that falls within the expertise of the practice and its consultants; * recruit, train and retain staff who contribute to both their own individual success and the success of the practice; * realise the potential of every staff member by providing consistent and creative work methods as well as opportunities for greater involvement; * facilitate the staff’s professional development; * support staff to participate in and influence the quality of service provided to clients; * support staff so that tasks to be performed and objectives to be achieved are understood, including how they affect quality; * encourage contributions that enhance quality by giving due recognition and reward for achievement; * assess periodically the factors that motivate personnel to provide quality service; * use appropriate information technology and management methods; * provide a work environment that fosters excellence.
37
Explain the difference between quality control, quality management, quality planning and quality assurance.
Quality Control: reviewing work at any phase; reviewing the work of any phase of services to verify it is consistent with established design and construction standards. Quality Assurance: planned and systematic activities arising from quality planning, implemented to full requirements for quality. Quality management: what an architectural practice does to manage its processes and activities Quality planning :to determining the quality standards that are relevant for a project and how to put those standards in place so that requirements will be met.
38
Give 6 characteristic of % of construction as payment
* Consultants are limited to those providing the three basic engineering services. * There are no delays, or the progress of the project is not intermittent (thereby incurring repetitive “start-up” costs). * The percentage fee is calculated at each phase as a percentage of the construction cost as defined in the agreement * The method of project delivery is the use of a stipulated sum contract (such as **CCDC 2**). * For basic services, additional fees required for additional services * Lower % for simple building or higher construction costs; Higher % for complex buildings or lower construction costs
39
When is time basis appropriate (6) What is the amount based on(2)?
* Appropriate * When final project or scope hasn’t been determined * Pre-approved work is being changed * Small projects * Pre-design or other feasibility studies * Undefined scope of services * Intermittent work or services * Amount based on * Market conditions * Multiplier of direct personnel expense (payroll cost + payroll burden \* X)
40
What should you consider when setting the amount of a lump sum payment?
* all direct and indirect labour costs; * all expenses, including materials; * overhead and profit; * risk factors involved with this client and this project; * consultant costs; * costs for coordination of consultants; * marketing costs; * a contingency. * Include provision for determining fees in case of * Change of scope * Preparation of change orders * Time delays

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